FEMA Strategic Plan
Fiscal Years 2008 – 2013
The Nation’s Preeminent Emergency Management
and Preparedness Agency
FEMA P-422 / January 2008
Message from the Administrator
I am pleased to present
the Federal Emergency
Management Agency
(FEMA) Strategic Plan.
This is a historically
significant time of
transformation for
FEMA, and one of our
most important
challenges is to ensure
that the course we have set will lead to a FEMA
increasingly recognized by those we serve as the
Nation’s Preeminent Emergency Management and Preparedness
Agency.
FEMA and its partners successfully responded to more
than 1,300 major disasters and emergencies across the
Nation since its inception in 1979. This decade has seen
a number of pivotal events that presented new
challenges for the Nation’s all-hazard emergency
management system, including the September 11
terrorist attacks, a rapid succession of strong hurricanes
in 2004 that impacted Florida, and an unprecedented
2005 hurricane season that resulted in devastating Gulf
Coast impacts from Hurricanes Katrina and Rita. The
future will likely present our Nation with equally
challenging events, including technological incidents,
terrorist attacks, natural disasters, or extreme weather
events spawned by global warming. FEMA and our
partners will lead the effort to ensure that our Nation
is better prepared and more capable to respond and
recover effectively when such events occur.
In October 2006, Congress passed the Post-Katrina
Emergency Management Reform Act, which redefined
a stronger FEMA that included a more robust
preparedness mission. It was clear that a new strategic
plan would be needed to help develop the core
competencies required to address the all-hazard threats
of the future and the expanded mission. Thus, in late
2006 and again in the summer of 2007, our leadership
team met to craft the implementation of a new vision
for the agency that would forge an innovative and
dynamic FEMA—a New FEMA—that would regain the
trust and confidence of the American people.
Discussions with our partners and stakeholders led us
to identify solid building blocks to achieve this vision:
strengthening the agency’s core competencies, building
strong regions, enhancing current partnerships and
creating new ones, investing in FEMA employees,
developing a business approach to achieving desired
results, and professionalizing the national emergency
management system.
Drawing strength from the tremendous challenges
and scrutiny in recent years, FEMA is stronger,
better organized, and more capable of meeting its
critical mission. But, we have more to do. This
Strategic Plan will guide our agency as we continue
to demonstrate resilience, innovation, and
outstanding service to the American public while
being responsible stewards of taxpayer dollars. Join
with me and every member of FEMA as we continue
to build the Nation’s Preeminent Emergency Management and
Preparedness Agency.
R. David Paulison
Administrator
i . FEMA Strategic Plan
ii . FEMA Strategic Plan
Summary of Major Plan Elements
Vision
The Nation’s Preeminent Emergency Management and Preparedness Agency
Mission
Reduce the loss of life and property and protect the Nation from all hazards, including
natural disasters, acts of terrorism, and other man-made disasters, by leading and
supporting the Nation in a risk-based, comprehensive emergency management
system of preparedness, protection, response, recovery, and mitigation.
Strategic Plan Goals
1.
Lead an integrated approach that strengthens
the Nation’s ability to address disasters,
emergencies, and terrorist events
2. Deliver easily accessible and coordinated
assistance for all programs
3.
Provide reliable information at the right time
for all users
4.
FEMA invests in people and people invest in
FEMA to ensure mission success
5.
Build public trust and confidence through
performance and stewardship
Overarching Themes
•
Clear and well-communicated doctrine
•
Customer-focused, field-based, and
results-oriented mission delivery
•
Compassionate program and service delivery
to all populations
•
Strong leadership, teamwork, and
accountability at all levels
•
Professional workforce of motivated employees
who are empowered and equipped to act
•
Strong partnerships that leverage capabilities
and capitalize on public-private efficiencies
•
Business approach to achieving desired results
with a strong foundation in technology
iii . FEMA Strategic Plan
iv . FEMA Strategic Plan
Table of Contents
Message from the Administrator .................................... i
Summary of Major Plan Elements ................................... iii
Introduction ................................................... 1
Turning Vision into Reality........................................ 3
Overarching Themes ........................................ 4
Cross-Cutting Goals and Objectives.............................. 6
Goal 1: Integrated Approach to National Capabilities..................... 8
Goal 2: Assistance............................................... 18
Goal 3: Information and Communication ............................. 22
Goal 4: Workforce .............................................. 26
Goal 5: Organizational Culture ..................................... 30
Strategic Planning Approach and Development ......................... 35
Major Influences ............................................ 35
Leadership Guidance and Staff Input ............................. 36
Plan Implementation............................................. 37
FEMA Component Strategic Plans ............................... 37
Planning and Budget Cycle .................................... 37
Measuring Results........................................... 39
Road to the New FEMA........................................... 41
Appendix A: Goals and Objectives .................................. 42
Appendix B: FEMA Regional Offices ................................. 44
Appendix C: FEMA Vision and Strategic Plan Integration.................. 47
Appendix D: Glossary ............................................ 48
v . FEMA Strategic Plan
vi . FEMA Strategic Plan
Introduction
The Federal Emergency Management Agency (FEMA) is the federal agency responsible
for leading the Nation’s efforts to prepare for, protect and mitigate against, respond
to, and recover from the impacts of natural disasters and man-made incidents or
terrorist events. FEMA’s formation in 1979 by a Presidential executive order directed
the combination of federal programs that addressed emergency management for all
types of incidents into a single agency.
As part of the Department of Homeland Security
(DHS), FEMA works closely with many partners to
prevent or limit the impacts of major disasters and
emergencies on the Nation, now responding to an
average of approximately 60 disasters per year. For
example, FEMA has led successful responses to large
disasters and incidents such as the Midwest floods
of 1993 and 1997, the September 11, 2001, terrorist
attacks, and the successive 2004 Florida hurricanes.
However, the unprecedented 2005 hurricane season,
which included hurricanes Katrina and Rita,
demonstrated the need for nationwide changes for
all of those involved with emergency management.
Furthermore, the October 2006 passage of the
Post-Katrina Emergency Management Reform Act
(PKEMRA), part of the Fiscal Year 2007 Homeland
Security Appropriations Act (P.L. 109-295), redefined
FEMA, strengthened its roles, and included the
integration of a robust national preparedness
mission.
As a result of these events FEMA’s leadership began to
chart a new vision and direction for the agency. FEMA
closely reviewed the lessons learned from the 2005
hurricane season and evaluated the agency’s core
missions, organizational structure, and internal
systems and procedures. In October 2006 and August
2007, the Administrator held agency-wide conferences
with the entire senior leadership to look forward and
develop a new vision and the core competencies to
support it.
FEMA’s vision is to transform the agency into the
Nation’s Preeminent Emergency Management and Preparedness
Agency—the New FEMA. FEMA will rely on the
following key building blocks to achieve this vision:
•
Strengthening core competencies
•
Building strong regions
•
Enhancing current partnerships and creating
new ones
•
Investing in its people
•
Developing a business approach to achieving
desired results
•
Professionalizing the national emergency
management system.
1 . FEMA Strategic Plan
As the agency strives to become the Nation’s Preeminent
Emergency Management and Preparedness Agency, FEMA will
work with all of its partners, federal agencies, states,
territories, tribal nations, local governments, first
responders, business and industry, and individuals to
build a Nation that is most prepared, and one that is
more capable, to respond and recover when disaster
strikes. This Strategic Plan provides the framework
for FEMA’s implementation of the vision and serves
as a strategic tool for FEMA to achieve its mission.
The Nation’s Preeminent Emergency Management and Preparedness Agency
Though created as the federal agency that leads and manages emergency management on behalf of the
Nation, there are many organizations engaged in all phases of emergency management at the federal,
state, and local levels. FEMA, in its leadership role, must set the standard for emergency management
across the Nation and help build strong relationships among its partners. As a first step, we will foster a
culture of preparedness by building combined and comprehensive national capabilities that better
protect us all from the extraordinary natural and man-made threats that face our Nation.
The Post-Katrina Emergency Management Reform Act, passed by Congress and signed by the President in
October 2006, sets forth a new expanded mission for FEMA. Our mandate is to reduce the loss of life
and property and protect the Nation from all hazards, including natural disasters, acts of terrorism, and
other man-made disasters, by leading and supporting the Nation in a risk-based, comprehensive
emergency management system of preparedness, protection, response, recovery, and mitigation. Our
challenge—and commitment—is to achieve our vision and fully execute this mission to create a safer
and more secure America.
2 . FEMA Strategic Plan
Turning Vision into Reality
“The American people don’t care about acronyms or organizational charts. They want to
know who was supposed to do what, when, and whether the job got done. And if it
didn’t get done, they want to know we are going to make sure it does the next time.”
~ Final Report of the Select Bipartisan Committee to Investigate the Preparation and Response to Hurricane Katrina,
U.S. House of Representatives, February 15, 2006
“This government will learn the lessons of Hurricane Katrina. We are going to review
every action and make necessary changes so that we are better prepared for any
challenge of nature, or act of evil men, that could threaten our people.”
~ President George W. Bush, September 15, 2005
A pivotal outcome of the first FEMA Leadership
Conference, held in the fall of 2006, was the
identification of the following nine core competencies
and two supporting strategies, which were then shared
with employees throughout the agency. With keen
focus and discipline, FEMA is strengthening these
operational core competencies—they shape the
agency’s priorities, budget requests, and resource
allocation. The FEMA Strategic Plan provides the bridge
between the vision and the annual planning and
budget process that support these core competencies.
Core Competencies
• Service to Disaster Victims
• Operational Planning
• Incident Management
• Disaster Logistics
• Hazard Mitigation
• Emergency Communications
• Public Disaster Communications
• Integrated Preparedness
• Continuity Programs
3 . FEMA Strategic Plan
Supporting Strategies
• Business Approach to Achieving Desired Results
• Shape the Workforce
The core competencies represent key operational
areas in which FEMA must excel to accomplish its
mission; while the supporting strategies provide the
foundation that underpins operational success. The
cross-cutting goals and objectives in this Strategic
Plan show how all components of FEMA must work
together to strengthen core competencies, and the
organization as a whole, to achieve the vision.
Appendix C aligns the strategic goals and objectives
with the core competencies and supporting
strategies and clearly demonstrates how the agency
can work toward common outcomes.
In keeping with the theme of “Taking New FEMA to the Regions”
each Regional Administrator briefed the participants at the
August 2007 Leadership Conference on their actions to
implement New FEMA. Source: FEMA Photo Library
The second Leadership Conference, held in
August 2007, focused on “Taking New FEMA to
the Regions,” and emphasized the critical role that
FEMA regions fulfill in strengthening and
integrating preparedness and operational capabilities
with partners throughout the Nation. The broader
preparedness mission charged to FEMA, and the
heightened expectation for federal leadership and
support based on the extraordinary terrorist
incidents and natural disasters in this decade,
require active engagement by the regions in
program implementation and coordination with a
broad spectrum of partners and stakeholders.
FEMA began to strengthen its workforce with
congressional approval of new permanent full-time
positions in Fiscal Year 2007. A significant number of
these new positions were allocated to the regions.
With an increase in resources, new and stronger
partnerships, and a sharper sense of vision, FEMA will
work to professionalize the national emergency
management system. With its partners, FEMA will
develop a nationwide system of trained and certified
experts and planners, skilled in all-hazards emergency
management, thus increasing its readiness to meet the
range of challenges posed by any disaster.
The FEMA Strategic Plan supports FEMA’s vision and
provides the roadmap to the future by focusing on
cross-cutting goals and objectives that allow FEMA
to demonstrate how everyone at FEMA can work
together—regardless of program area or geographic
location—toward judicious allocation of resources
and common strategic outcomes.
Overarching Themes
In developing the strategic goals and objectives,
several consistent overarching themes emerged that
are central to FEMA’s success as an agency and that
define what the organization values. These themes
drive how the people in FEMA conduct relations
with each other, their customers, and their partners,
as FEMA works to become the Nation’s Preeminent
Emergency Management and Preparedness Agency.
Clear and well-communicated doctrine
FEMA’s actions will be guided by clear doctrine that
is communicated to internal and external partners
and stakeholders on a regular basis to ensure a
common direction in implementing FEMA
programs and policies and consistent adherence
with applicable laws and regulations.
4 . FEMA Strategic Plan
Customer-focused, field-based, and
results-oriented mission delivery
FEMA will deliver its programs in a manner that is
focused on the customer, using the regions to
continually communicate with federal agencies,
states, territories, tribal nations, and local
governments in coordinating the agency’s programs
and ensuring mission success based on measured
results, while at the same time minimizing
opportunities for waste, fraud, and abuse.
Compassionate program and service
delivery to all populations
FEMA will provide compassionate and timely
disaster assistance to hasten the recovery of
individuals and communities, including a
reinvigorated focus on addressing the needs of
special segments of the population that are more
vulnerable to the impacts of disaster, such as the
elderly, persons with disabilities, children, and
separated families.
Strong leadership, teamwork, and
accountability at all levels
FEMA will be valued across all organizations—
federal agencies, states, territories, tribal nations,
and local governments—as an engaged, agile,
responsive team player and trusted partner,
demonstrating strong leadership, management, and
accountability for all FEMA actions. Leadership is the
catalyst for improving agency performance and
building trust and confidence among internal and
external stakeholders. Agency leadership will reflect
a wide range of experience and perspectives
essential to fulfilling FEMA’s mission and building
core competencies.
Professional workforce of motivated employees
who are empowered and equipped to act
FEMA must support, sustain, and empower a
talented, diverse, and professional workforce that
has the skills and competencies needed to achieve
the agency’s mission. FEMA will institutionalize
improved workforce planning to ensure that the
workforce is shaped to strike the right balance of
permanent, reservist, and temporary personnel. The
agency will supply the information, support, and
resources that FEMA employees need to do an
outstanding job, and they, in turn, will be
accountable for their actions.
Strong partnerships that leverage capabilities
and capitalize on public-private efficiencies
As the coordinator of federal disaster/incident
preparedness, response, and recovery, FEMA relies
on strong partnerships to ensure success in carrying
out its mission. Thus, strong coordination is essential
among FEMA programs, DHS components, and
agencies, departments, and organizations and
businesses external to DHS. FEMA also will work
closely with partners in other federal agencies, states,
territories, tribal nations, local governments, first
responders, voluntary organizations, business,
industry, and individuals to leverage national
capabilities. Among these key partners are those who
are on the receiving end of the impacts of disasters,
such as hospitals, public health entities, and other
healthcare delivery organizations. Building stronger
partnerships necessitates a new focus on better
engaging the capabilities and strengths of the private
sector and the law enforcement, health/medical, and
public works communities.
5 . FEMA Strategic Plan
Vision
Core Competencies
and Building Blocks
Office and Directorate
Strategic Plans
Mission
Strategic Plan
Strategic Goals,
Objectives, and
Strategies
Five Year
Planning and
Budget Cycle
Business approach to achieving desired results
with a strong foundation in technology
FEMA will adopt a business approach to achieve the
desired results, using financial, budget, human
resource, and information systems that enable wise
business decisions based on sound information
and analysis. This effort will require a strong
technological foundation that relies on the
development of integrated data systems, established
program analysis and project management
processes, an efficient acquisition process, and
reforms of FEMA’s major management and
administrative processes. FEMA will institutionalize
a results-oriented, return-on-investment culture to
successfully manage the business of the agency.
Cross-Cutting Goals and Objectives
The FEMA Strategic Plan builds on the vision and a
comprehensive and integrated mission statement to
provide the agency with a clear and well-defined
pathway for the future. This Plan differs from
previous FEMA Strategic Plans in that it moves away
from the focus on individual component missions
and toward a much broader and integrated goal
structure. This change is intended to break down
the organizational “stove-pipes” inherent in the
former goal structure and to send a message that
FEMA components must combine their efforts and
efficiently use resources toward a common strategic
direction and integrated outcomes under the New
FEMA. The overarching themes apply to each goal
and objective within the Strategic Plan. These
themes are key to FEMA’s future success and
highlight what the agency values, both from an
individual and organizational standpoint, in
building the Nation’s Preeminent Emergency Management
and Preparedness Agency. The following pages lay out the
specific strategic goals, objectives, and strategies that
will allow the agency to implement its vision and
build the New FEMA.
6 . FEMA Strategic Plan
Goals 1 through 3
The first three goals address how FEMA implements
its mission of preparing for, protecting and
mitigating against, responding to, and recovering
from the impacts of natural disasters and terrorist or
man-made incidents.
Integrated Approach to National Capabilities:
Goal 1 represents an intentional approach to integrate
efforts of all partners, public and private, in a holistic
approach that will strengthen the national emergency
management system and improve the Nation’s
preparedness to respond and recover when confronted
by disasters, emergencies, and terrorist events.
Assistance: Goal 2 focuses on providing assistance,
both before and after events, in an easily accessible
and coordinated manner using simple and effective
delivery mechanisms, while also minimizing waste,
fraud, and abuse.
Information and Communication: Goal 3
addresses the need for FEMA to provide timely and
accurate information, whether related to ongoing
programs or to situational awareness for an event.
Goals 4 and 5
Goals 4 and 5 focus on FEMA’s people, processes,
procedures, systems, and organizational change.
Workforce: Goal 4 stresses FEMA’s commitment to
invest in its people to develop a capable and
motivated workforce who will ensure mission
success, and who in turn will invest in FEMA.
Organizational Culture: Goal 5 focuses on
building public trust and confidence through a
culture that rewards performance, personal
stewardship, innovation, and accountability.
Essential Elements to Achieving
FEMA’s Mission and Vision
As described throughout this Strategic Plan, there
are many elements that work together to frame
FEMA’s strategic direction and to implement its
strategic objectives. FEMA’s mission sets forth the
broad scope of the agency’s responsibilities to the
Nation. FEMA’s vision—and the core competencies
and building blocks that support it—set the standard
for what FEMA will achieve as an organization. The
FEMA Strategic Plan establishes the cross-cutting
goals that FEMA’s people and programs can work
toward collectively to achieve FEMA’s mission and
vision. This Strategic Plan also provides the
framework for the more detailed strategic plans of
the components, which will outline the specific
steps to be taken for implementation, and that in
turn, will frame the annual planning and budget
process that secures the resources needed to
implement these plans. Overall, our Overarching
Themes define not only how FEMA will operate as
an organization, but also how its people will treat
each other, their customers, and their partners as
they work together to make FEMA the Nation’s
Preeminent Emergency Management and Preparedness Agency.
7 . FEMA Strategic Plan
Goal 1
Lead an integrated approach that strengthens
the Nation’s ability to address disasters,
emergencies, and terrorist events.
FEMA will actively engage all partners, public and
private, in building an all-hazard, risk-based national
emergency management system that strengthens the
Nation’s ability to protect its citizens and prepare for,
protect and mitigate against, respond to, and recover
from disasters, emergencies, and terrorist events.
FEMA will work with these partners to develop
relationships, programs, processes, and agreements
that build and better leverage existing resources in
preparing the public and local entities to care for
themselves. In recognition that all incidents begin
locally, the agency must particularly work to
strengthen the all-hazards response, planning,
preparedness, mitigation and prevention capabilities
at the local level. The local fire, law enforcement, and
emergency services personnel are the first on scene to
respond to an incident, and often, the first to identify
an emerging event. Similarly, local governments bear
the primary responsibility for guiding the planning
and development decisions that effect the extent to
which people and property are in harm’s way. FEMA’s
efforts with all its partners will result in a Nation that
is comprehensively prepared to reduce the loss of life
and property that results from natural disasters and
man-made incidents.
8 . FEMA Strategic Plan
Culture of Preparedness
Objective 1.1 Build a culture of preparedness across the Nation
for all hazards.
FEMA will strengthen national preparedness by
engaging and supporting other DHS components,
federal agencies, states, territories, tribal nations, local
governments, first responders, private sector, and
non-governmental organizations in building national
capabilities to address all-hazard events. Through grants
that provide financial assistance, the provision of
technical expertise, or through enhanced partnerships
and cooperative agreements with the public and private
sector, FEMA will work closely with its partners to
build a nationwide culture of preparedness that builds
and sustains national capabilities. This effort will
include public education and outreach that strives to
instill broad awareness of the importance of personal
and community responsibility for the Nation’s
overall preparedness.
A. Strategy
Provide guidance, technical assistance, planning,
training, exercises, federal resources, and other
forms of assistance to states, territories, tribal
nations, local governments, and first responders
across the Nation to build and sustain the capability
to prevent, protect against, respond to, and recover
from natural disasters, acts of terrorism, and other
man-made events or incidents.
B. Strategy
Lead the Nation’s efforts for greater personal and
community responsibility for preparedness through
public education and awareness, and community
engagement and planning, including outreach to
vulnerable populations.
C. Strategy
Lead efforts to engage private industry in building
capabilities and in developing partnerships with
government entities.
D. Strategy
Partner with the private sector in effectively leveraging
resources to promote personal and community
responsibility for preparedness.
E. Strategy
Engage international partners in building mutual
preparedness.
FEMA’s National Emergency Training Center is the site for dozens
of classes, including sessions that train Community Emergency
Response Team leaders from across the country. Source: FEMA
Photo Library
9 . FEMA Strategic Plan
Risk and Capability Analysis
Objective 1.2 Conduct, promote, and communicate the identification and
analysis of risk and capabilities as the basis for action.
FEMA will create safer communities by proactively
working with public and private sector partners to
identify and disseminate all-hazard risk information
and by promoting sound risk management decisions
that build capabilities to reduce the risks of identified
hazards. For example, FEMA will help expedite the
recovery of individuals and communities from floods
and other disasters through effective risk analysis and
pre- and post-disaster hazard mitigation planning.
A. Strategy
Leverage existing resources within all levels of
government, non-governmental organizations, and
the private sector to identify risks associated with
all-hazard threats, vulnerabilities, and consequences
and to measure the capabilities necessary to
minimize the identified risks.
B. Strategy
Convey consistent and timely all-hazard risk
information to all users.
C. Strategy
Create safer communities by proactively partnering
with federal agencies, states, territories, tribal nations,
local governments, first responders, business and
industry, and individuals to make good management
decisions based on risks and capabilities.
This graphic illustrates seismic risks in the Nation and the
importance of risk analysis and taking action to reduce impacts
from those risks. Source: FEMA Hazard Mitigation Directorate
Aerial photo shows the only surviving home in an area in
Mississippi that was completely destroyed by Hurricane Katrina.
Foundations are all that remain of most of the neighboring
homes. Surviving home was built using many mitigation
standards. Source: FEMA Photo Library
10 . FEMA Strategic Plan
Loss Reduction
Objective 1.3 Promote physical and economic loss reduction measures.
Actions to reduce exposure to risk represent
proactive and proven methods for reducing the
physical, financial, and emotional losses from the
impacts of natural disasters and man-made incidents
or terrorist events.
FEMA will promote measures that reduce disaster
losses, such as the development and adoption of
national building or fire codes and standards, effective
land use planning, the increased use of disaster
insurance, such as flood insurance, and the provision
of technical expertise on building techniques that
minimize future losses. Additionally, in support of the
National Preparedness Goal, FEMA will partner with
all levels of government and the private sector in the
development and maintenance of the capabilities to
identify, prioritize, and protect critical infrastructure
and key resources as described in the National
Infrastructure Protection Plan. The intent is to promote
actions that reduce or eliminate the long-term risk to
people and property from the effects of all hazards.
A. Strategy
Promote development of national, consensus-based
building, life safety, and fire codes and standards, and
encourage their adoption by governmental entities.
B. Strategy
Reduce the financial impact of disasters on the Nation
by promoting the use of insurance as a mechanism by
which public and private property owners can reduce
their risk of economic loss and through strengthening
the National Flood Insurance Program (NFIP).
C. Strategy
Provide technical assistance and public education on
building techniques and financial resources to disaster
victims in the rebuilding and recovery process to
reduce the potential for future loss of life and property.
D. Strategy
Promote the protection of critical infrastructure from
terrorism or any other incidents that would cause
major disruption to commerce or significant loss
of life through preparedness grant program guidance,
technical assistance, mitigation of damaged
infrastructure, and other relevant plans and programs.
E. Strategy
Partner with the private sector to develop business
continuity plans that help limit the physical, financial,
and emotional losses from disasters, emergencies, and
terrorist events.
Flood Map Modernization uses state-of-the-art technology
to increase the quality, reliability, and availability of flood hazard
maps and data. Source: FEMA Mitigation
PowerPoint Presentation
11 . FEMA Strategic Plan
Doctrine and Policy
Objective 1.4 Engage stakeholders in developing and communicating clear
national doctrine and policy, both internally and externally.
To help ensure that FEMA is using a truly integrated
approach to implement its programs and activities,
the agency will initiate and sustain ongoing
development, review, and revision of national
emergency management policy and doctrine. This
will involve an active effort to clearly and effectively
communicate consistent doctrine and policy
internally to the agency and externally, working
closely with public and private sector partners.
FEMA Region X Public Affairs Officer gives Emergency Support
Function-15 Standard Operating Procedures training to FEMA
External Affairs employees. Source: FEMA Photo Library
A. Strategy
Ensure that consistent doctrine and policy is developed,
coordinated, and infused within DHS/FEMA and are
clearly communicated to employees.
B. Strategy
Engage stakeholders early and often in the process of
developing national doctrine.
C. Strategy
Provide doctrinal and programmatic guidance to all
levels of government and all external partners,
public and private.
12 . FEMA Strategic Plan
Planning
Objective 1.5 Ensure the Nation’s jurisdictions have adequate plans
and programs to effectively address all hazards and minimize loss
of life and property.
FEMA will work with public and private sector
partners to develop plans and programs that
integrate national efforts to effectively address
all-hazard events. This unified effort will establish
plans and programs that integrate and leverage
resources from the public and private sectors, use
incentives in existing grant programs, and promote
regional and state mutual aid planning. FEMA’s
strengthened regional offices, with newly assigned
Federal Preparedness Coordinators and operational
planners, will be integral to this effort as they work
closely with the agency’s partners to provide
frameworks and guidance. This will lead to
enhanced planning capabilities at the federal, state,
and local levels and across jurisdictions, resulting in
coordinated and integrated plans and programs.
Identification of interdependencies is a key
component of this planning because catastrophic
risks are shared and transcend jurisdictional
boundaries. The completed plans will include hazard
mitigation plans, evacuation plans, mutual aid plans,
catastrophic event plans, and continuity of
operations plans, among others. These jointly
developed plans will form the basis for conducting
joint federal-state training and exercises that lead to
an improved national capability to quickly respond
to notice or no-notice events.
Louisiana state and local officials along with FEMA
representatives conduct an Evacuation Planning meeting to
address concerns and procedures for future hurricane
evacuations. Source: FEMA Photo Library
A. Strategy
Coordinate planning efforts and systems within
FEMA and collaborate closely with external partners,
federal agencies, states, territories, tribal nations,
local governments, first responders, business and
industry, and individuals to develop unified plans
that provide for an integrated national response to
all hazards.
B. Strategy
Enhance the integration of resources from all
government and non-governmental sectors in
recovery efforts through pre-disaster planning and
by mitigating against potential future losses, which
includes providing incentives in grant programs to
strengthen state, tribal, and local capabilities.
13 . FEMA Strategic Plan
C. Strategy
Provide leadership and coordination of public and
private sector efforts in catastrophic planning,
including the provision of technical assistance and
the promotion of international, regional, and state
mutual-aid planning.
D. Strategy
Ensure that federal agencies, states, territories, tribal
nations, local governments, and first responders are
prepared to continue operations and perform essential
governmental functions in response to all hazards.
E. Strategy
Ensure that operational planning with other federal
agencies, states, territories, tribal nations, and local
governments is linked to incentives, and that it
incorporates national policies, such as the National
Incident Management System (NIMS), the National
Response Framework (NRF), the National
Preparedness Guidelines, and the requirements of
FEMA grant programs, training, exercises, and
technical assistance.
F. Strategy
Improve the linkages between preparedness,
mitigation, and operational planning so that
prevention, protection, response, and recovery
capabilities for all hazards are strengthened and
based soundly on a joint analysis of risk and need
across the public and private sectors.
G. Strategy
Collaboratively develop and implement plans that
focus on the unique requirements posed by special
needs populations.
Law enforcement officials map out traffic patterns to help
facilitate distribution of ice and water to residents affected by
Hurricane Frances at the South Florida Fairgrounds distribution
center. Source: FEMA Photo Library
14 . FEMA Strategic Plan
Professional National Emergency Management System
Objective 1.6 Professionalize the national emergency management system
and the training that supports it.
FEMA’s ability to marshal an effective response to
disasters must be based on a professional national
network of emergency managers skilled in incident
management. At all levels of government, emergency
management personnel should be trained and
certified experts who operate using common
emergency management standards, practices, and
procedures—such as those under the National
Response Framework (NRF) and the National Incident
Management System (NIMS)—across the full
spectrum of emergency management planning and
operations. FEMA will work with its partners to
further develop opportunities for obtaining
professional emergency management certification,
education, training, and career development. FEMA
also will support other initiatives to professionalize
the national emergency management system,
including the development of nationwide typing of
emergency management resources and enhancement
of mutual aid agreements so that they better leverage
existing resources.
The National Fire Academy holds a table-top emergency
preparedness exercise with firefighters from across the country
simulating a structure fire and other emergency situations in a
mock city. Source: FEMA Photo Library
A. Strategy
Collaboratively establish and implement common
emergency management standards and practices under
the National Incident Management System (NIMS).
B. Strategy
Support development of national consensus
standards wherever needed.
C. Strategy
Support state and local credentialing systems of
emergency management staff and emergency
response personnel standards and develop nationwide
typing of emergency management resources.
D. Strategy
Promote standardized academic education and
competency-based professional development.
E. Strategy
Enhance interstate and intrastate agreements that
leverage existing national emergency management
resources.
F. Strategy
Establish national and regional advisory committees
to ensure effective and ongoing coordination of
emergency management activities with partners
across the country.
15 . FEMA Strategic Plan
Exercises, Training, and Evaluation
Objective 1.7 Strengthen and validate national capabilities through
education, exercises, training, and evaluation.
FEMA supports the homeland security community
through education, training, and a National Exercise
System that strengthens and evaluates existing
national capabilities. FEMA will work to ensure that
these efforts are streamlined, integrated, and
aligned with national doctrine, and targeted to
comprehensively address identified critical gaps in
national capabilities.
A. Strategy
Align grant programs, education, training, and
exercises with national doctrine, including the
National Planning Scenarios, National Preparedness
Guidelines, Universal Task List, and Target
Capabilities List.
B. Strategy
Ensure the timely delivery of a relevant education,
training, and exercise program that targets resources
to address gaps in national capabilities.
C. Strategy
Integrate and streamline the education, training, and
exercise services provided to FEMA staff and partners.
D. Strategy
Ensure that the integrated education, exercise, and
training program tests the capabilities of FEMA.
FEMA and other federal responders work with their state
counterparts in Louisiana at a mock hurricane exercise. The
state emergency operations center was activated to test
preparedness and response before the start of the 2007
hurricane season. Source: FEMA Photo Library
16 . FEMA Strategic Plan
FEMA Readiness
Objective 1.8 Maintain a high level of FEMA readiness to respond to
disasters and emergencies.
FEMA’s readiness to respond to the impacts of natural
disasters and man-made incidents or terrorist events
must be maintained at a high level to ensure efficient
and effective federal support of the initial state and
local emergency responses. As a result, FEMA is
working to better leverage public and private sector
partnerships while also examining and incorporating
industry best practices to improve overall logistics and
response operations. The agency is also improving
readiness through efforts such as staffing federal
emergency response teams on a permanent basis,
strengthening its regional offices, and enhancing
communications capabilities to ensure reliable,
interoperable, and redundant communications.
FEMA disaster aid is coordinated with a live video conference. A
sophisticated communications system allows federal and state relief
agencies to join a multi-governmental agency video conference in
Washington, DC. This essential coordination includes FEMA, the US
military, Department of State, Public Health Service and other agencies
to allocate resources and resolve issues in “real time”, even from the
most remote disaster locations. Source: FEMA Photo Library
A. Strategy
Transform logistics management by leveraging public
sector partnerships and incorporating industries’ best
practices in support of domestic emergencies.
B. Strategy
Field emergency response teams capable of
responding to rapidly changing requirements
and supporting local and state efforts.
C. Strategy
Increase communications capabilities to provide
reliable, interoperable, secure, and redundant
platforms to enable information sharing at all levels
of government.
D. Strategy
Enhance incident and information management and
coordination through a professional dedicated 24/7
National Response Coordination Center (NRCC) and
the Regional Response Coordination Centers (RRCC).
17 . FEMA Strategic Plan
Goal 2
Deliver easily accessible and coordinated
assistance for all programs.
FEMA provides a range of financial and technical
assistance that strengthens communities’ capabilities to
prevent incidents of terrorism and minimize suffering,
loss of life, damage, and disruption that occur from
disasters—regardless of the cause. In fact, the actions
taken before an event happens largely influence the
resiliency of individuals, businesses, and communities
after a disaster. FEMA’s many grant programs vary in
specificity, from enhancing capabilities that focus on
counterterrorism and catastrophic events, to specific
first responder disciplines, to strengthened capabilities
for hazards of all types. The grants serve as important
tools to shape behavior and build integrated and
comprehensive capabilities so that the larger strategic
objectives of reducing loss of life and property are
achieved, thereby speeding the road to a smart
recovery. When disasters do strike, FEMA will work
closely with its public and private sector partners to
improve the delivery of timely and appropriate
assistance for all FEMA programs. The agency will
examine and implement simple and effective delivery
mechanisms, establish clear and measurable results,
focus on improving customer service, and minimize
opportunities for waste, fraud, and abuse.
FEMA’s enhanced efforts to work closely with its
public and private sector partners to improve the
delivery of timely and appropriate assistance for all
FEMA programs will help enhance integrated and
comprehensive capability building across the Nation.
These efforts also will improve communities’
abilities to minimize the suffering, loss of life,
damage, and disruption associated with disasters or
terrorist incidents. One critical aspect of this effort
will be public reliance on the federal provision of
credible and timely emergency management
information before, during, and after national
incidents and emergencies.
18 . FEMA Strategic Plan
Capability Building Programs
Objective 2.1 Formulate and administer financial assistance programs that
are aligned with strategic objectives and delivered through a simple and
coordinated process.
FEMA administers a broad portfolio of Department
of Homeland Security (DHS) grant programs that
helps build and strengthen integrated and
comprehensive capabilities to address disasters or
terrorist events anywhere in the Nation. FEMA will
coordinate with partners in the public and private
sectors to develop guidance for the grant programs
that is consistent and unified across the programs
and linked closely with the agency’s strategic
objectives. In addition, FEMA will develop and
implement a strategy for simplifying the provision
of assistance from grant programs by exploring the
use of electronic government applications.
A. Strategy
Engage partners in the public and private sectors to
develop consistent and unified programmatic guidance
for FEMA’s broad portfolio of grant programs.
B. Strategy
Enforce an overarching policy for developing consistent
and unified programmatic guidance and procedures
for FEMA’s broad portfolio of grant programs.
C. Strategy
Develop and implement a comprehensive strategy
for simplifying the delivery of assistance provided
through FEMA’s grant programs.
Administrator Paulison visits with the Texas National Processing
Services Center and discusses the people and technology used
to manage incoming calls to the national disaster call centers
where individuals apply for disaster assistance. Source: FEMA
Photo Library
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Disaster Assistance
Objective 2.2 Improve the delivery of disaster assistance while minimizing
opportunities for waste, fraud, and abuse.
FEMA will work with public and private partners to
enhance the delivery of disaster assistance and
improve overall customer service. Initiatives will
include efforts to simplify and consolidate
application processes for disaster assistance and to
expedite payment of disaster claims, and will
explore the potential use of electronic government
applications. A reliable backbone of information
management systems will be developed to support
these efforts and to help minimize potential
opportunities for waste, fraud, and abuse through
improved safeguards.
FEMA employee monitors telephone traffic at the enterprise-wide
call traffic monitoring center at the FEMA National Processing
Service Center. This call center handled up to 44,000 calls
per day during the Florida hurricanes of 2004.
Source: FEMA Photo Library
A. Strategy
Work with governmental and non-governmental
partners to implement a single registration system
that simplifies application processes for multiple
disaster assistance programs.
B. Strategy
Develop and use a well-trained and equipped
workforce and well-managed contract support
to provide timely assistance and improved
customer service.
C. Strategy
Provide timely and appropriate payment of flood
insurance claims.
D. Strategy
Develop reliable information management systems
and processes to support the collection, analysis, and
sharing of disaster response and assistance information.
E. Strategy
Collaboratively adopt and communicate strong
policies and practices that successfully safeguard
against waste, fraud, and abuse.
20 . FEMA Strategic Plan
The Recovery Process
Objective 2.3 Effectively lay the foundation to meet the immediate needs of
disaster victims and begin community recovery.
FEMA will work with public and private sector
partners to coordinate recovery efforts after major
disasters or terrorist events by developing strategies
that integrate and maximize available assistance.
Existing public and private sector partnerships
will be strengthened and new partnerships will be
developed to help ensure that the most efficient
and cost-effective programs are used to meet the
recovery needs of impacted communities. FEMA
will also promote use of the most appropriate and
cost-effective building materials and construction
standards (based on the hazards present in an area)
to help encourage the future construction of
disaster-resistant buildings.
A. Strategy
Continue to develop guidance and implement
strategies for optimum coordination and technical
assistance to support community recovery and to
reduce risks from future events.
B. Strategy
Develop new and strengthen existing public and
private partnerships to address transitional assistance
and recovery needs.
C. Strategy
Ensure the integration of sound building designs,
construction standards, and up-to-date risk
information into the recovery process to mitigate
against future disaster losses.
Sharing disaster recovery information is critical to helping a
community quickly and efficiently return life back to normal.
North central Ohio is in the recovery phase from the summer
floods. Source: FEMA Photo Library
Community Relations representatives take the FEMA
message directly to the affected residents in a disaster. Source:
FEMA Photo Library
21 . FEMA Strategic Plan
Goal 3
Provide reliable information at the right time
for all users.
The demand for timely, appropriate, and reliable
emergency management information in this era of
instant information access is constant, whether from
the standpoint of daily programmatic information or
incident situational awareness. As a result, FEMA
will serve as a primary source of the Nation’s
emergency management information before, during,
and after disasters and emergencies, ensuring that
the federal government speaks to the public with a
single, coordinated voice both during non-disaster
periods and during national emergencies. This effort
will require collaboration with public and private
sector partners using mechanisms that include
public information campaigns, fusion centers,
emergency operation centers, and joint terrorism
task forces. To accomplish this, and in support of the
President’s Management Agenda e-government
initiative, FEMA will unify information sharing
portals and ensure information transparency for
stakeholders and customers. Sharing information on
a regular basis will require a talented, dedicated,
well-trained, and supported FEMA workforce that
works closely with the agency’s partners and
stakeholders. A robust technical infrastructure will
serve as the backbone for this effort.
22 . FEMA Strategic Plan
Consistent Information Sharing
Objective 3.1 Collect and share information on FEMA’s policies, programs,
and activities with employees, partners, and stakeholders
on a consistent basis.
FEMA will consistently provide information to
employees, partners, and stakeholders on the agency’s
policies, programs, and activities. This effort will
include an internal and external communications and
education strategy that informs and educates FEMA
employees, partners, and stakeholders. FEMA will
develop and maintain well-defined processes and
effective systems to promote the sharing of timely
and accurate information for use in supporting agency
management decisions and assessments of
business practices.
Region IV shares information at the Regional Interagency
Steering Committee meeting in Atlanta. These meetings are held
to facilitate the sharing of information between the Emergency
Management Agencies of each state in the region and the
regional staff. Source: FEMA Photo
A. Strategy
Develop and implement an internal communications
strategy that provides employees with timely,
consistent, and accurate information and that
promotes information sharing across the agency.
B. Strategy
Develop and maintain more robust and integrated
information systems and processes that support FEMA
staff and programs to ensure overall mission success.
C. Strategy
Collect more reliable information that allows continual
assessment of programmatic and business practices,
and that enables the agency to make decisions that are
driven by consistent and high-quality data.
D. Strategy
Develop and implement a strengthened comprehensive
emergency management information strategy and
standard operating procedures to provide timely,
consistent, and reliable information to FEMA partners
and stakeholders.
E. Strategy
Develop and implement an enhanced comprehensive
emergency management education strategy that
educates FEMA’s partners and stakeholders about
FEMA’s policies, programs, and activities.
F. Strategy
Protect individuals’ privacy rights by instituting
appropriate procedures, programs, and processes.
23 . FEMA Strategic Plan
Event-Driven Information
Objective 3.2 Build a robust disaster communications program that
provides “real time” reliable information before and during events.
FEMA will develop the capability to provide
emergency communications services before, during,
and immediately after an event. This will ensure that
critical real-time data that provide consistent
situational awareness and a common operating
picture reach first responders and other important
decision makers. The agency will engage public and
private sector partners in establishing and facilitating
consistent disaster emergency communications
standards and capabilities that ensure operability and
interoperability. FEMA also will engage these partners
in developing an external communications strategy
that guides the sharing of information among
partners. A robust information technology backbone
will be developed to ensure that critical information
and communications systems are supported.
FEMA personnel work inside the Mobile Emergency Response
Support vehicle. These vehicles are equipped with satellite
communications systems to enable FEMA to stay connected in
all emergency situations. Source: FEMA Photo Library
A. Strategy
Ensure information sharing capabilities that provide
decision makers and responders with real-time data,
thus increasing the effectiveness of response
operations at all levels of government.
B. Strategy
Develop an external communications strategy and
standard operating procedures that provide reliable
information sharing with partners at all levels of
government, ensuring that all partners have
consistent situational awareness and a common
operating picture.
C. Strategy
Enhance the ability to communicate with the public
and the media before, during, and after an event
occurs, including the capability to notify specific
populations threatened by an impending event.
D. Strategy
Develop a robust information technology
backbone that supports FEMA information and
communication systems.
24 . FEMA Strategic Plan
“We’ve improved FEMA’s logistics management, strengthened its operations
planning, augmented disaster assistance programs and provided the agency
with additional personnel and resources. And we have seen outstanding
results as a result of these efforts.”
~ President George W. Bush, Commemorating the DHS Five-year Anniversary
25 . FEMA Strategic Plan
Goal 4
FEMA invests in people and people invest in
FEMA to ensure mission success.
FEMA’s people represent the front line of mission
success—both today and in the future. FEMA is
committed to investing the resources necessary to
retain, train, and motivate its existing workforce,
while also working to attract, hire, and develop the
future workforce needed for mission success.
Workforce planning serves a fundamental role in
ensuring that agency resources are directed to
mission-critical occupations and that FEMA retains
a talented and diverse workforce. These investments
bring returns through a dedicated, motivated,
resolute, and professional workforce that is fully
prepared and capable of accomplishing FEMA’s
mission. Employees will in turn invest in FEMA by
contributing to a results-oriented business culture
that enhances public trust and confidence and
increases accountability and performance.
26 . FEMA Strategic Plan
A Talented and Diverse Workforce
Objective 4.1 Hire, train, and retain a talented and diverse workforce.
FEMA is actively working to maintain a talented and
diverse workforce, using creative communication
and marketing strategies to attract and integrate new
talent, while also recognizing the importance of
retaining the institutional knowledge and experience
base of current staff.
To become an employer of choice, FEMA must attract
and retain talented, committed, and diverse employees
through proactive internal communications, enhanced
training, opportunities for professional development,
clear and meaningful job assignments, and a creative
performance-based rewards and recognition system.
FEMA also understands that an organization that
provides employees with options to balance their work
and family life will realize benefits in recruitment,
retention, job performance, employee morale, and
overall job satisfaction. FEMA is committed to
advancing workforce diversity with special emphasis
on increasing minority representation within the
agency, including representation in supervisory and
managerial positions.
FEMA is committed to the professional development of
employees, sponsoring programs such as a FEMA Career Intern
Mentoring Program. The Program provides mentees with access
to organizational knowledge, perspectives and insights from
experienced FEMA staff that serve as mentors.
Source: FEMA Photo Library
A. Strategy
Develop communication and marketing strategies
that improve hiring and retention of employees and
ensure a diverse workforce.
B. Strategy
Provide fair and competitive compensation and
innovative employee benefits.
C. Strategy
Establish opportunities for professional development
that emphasize jointness and cross-training and
that provide career-advancement paths for all
employees while ensuring that career ladders
address mission-critical occupations.
D. Strategy
Emphasize the value and importance of individual
employees’ roles through clear and meaningful job
assignments and individualized performance plans.
E. Strategy
Reward employees by recognizing outstanding
performance using a creative and timely
awards program.
F. Strategy
Develop and provide resources for a telework
program that enhances FEMA’s operational capability
and organizational effectiveness, helps ensure
continuity of operations, and capitalizes on advances
in workplace technology.
G. Strategy
Strengthen the Disaster Reserve Workforce Program
to ensure a competent, reliable, and nimble reserve
workforce capacity that can deliver the right skill sets
to the right place at the right time.
27 . FEMA Strategic Plan
Employee Support and Resources
Objective 4.2 Supply the information, support, and resources that FEMA
employees need to do an outstanding job.
FEMA is committed to building a dynamic work
environment that supports FEMA employees through
open, constant, and accurate communication; that
furnishes workplace tools, supplies, and support
services; and that provides modern, safe, and secure
facilities. The intent is to engage and empower all
FEMA employees by ensuring robust and timely
support that fully enables success in achieving the
agency’s mission.
FEMA conducts on-site training in a Joint Field Office.
Source: FEMA Photo Library
A. Strategy
Ensure that employees receive accurate information
on a consistent and timely basis.
B. Strategy
Provide all employees with sufficient tools, supplies,
and support services, including reliable and up-todate
computers, software, copiers, other equipment,
and timely help desk assistance.
C. Strategy
Provide a dynamic work environment with modern,
safe, and secure facilities.
D. Strategy
Ensure the health and well-being of employees during
times of high operating stress.
E. Strategy
Ensure that employees’ suggestions and concerns
are heard and that they receive timely consideration
and action.
F. Strategy
Ensure that all employees learn and practice good
conflict-resolution skills for dealing with colleagues,
subordinates, supervisors, internal and external
customers, and FEMA’s state, federal, and
community partners.
G. Strategy
Use FEMA’s Labor Management Partnership Council
to provide a collaborative perspective from labor and
management on agency-wide employee-related issues
and policies.
28 . FEMA Strategic Plan
Workforce Planning
Objective 4.3 Track key workforce data and institutionalize
workforce planning.
FEMA will institutionalize workforce planning,
ensuring that it is an integrated, iterative, long-term,
and continuous business management practice within
FEMA. The intent of workforce planning is to produce
a seamless alignment of mission, goals, budget,
employees, and results. The agency will develop and
implement systems to track key workforce data and
develop a process that examines workforce trends.
Information about trends will help FEMA develop
workforce plans that identify and address gaps
between the current workforce and the needs of the
agency’s future workforce. FEMA also will develop a
process to evaluate the effects of workforce planning.
A. Strategy
Design and implement a tracking and delivery system
that provides decision makers with better insight into
key workforce parameters such as diversity, longevity,
turnover, education, training, and development.
B. Strategy
Develop a process that identifies new or emerging
organizational workforce trends in hiring, retention,
professional development, and other key indicators of
morale and competency.
C. Strategy
Develop workforce plans, including succession plans,
that promote diversity and help link hiring and career
advancement to ensure that FEMA’s future workforce
needs are met and that diversity is maintained.
D. Strategy
Establish an assessment and evaluation process for
examining the effects of workforce planning.
29 . FEMA Strategic Plan
Goal 5
Build public trust and confidence through
performance and stewardship.
FEMA will earn the trust and confidence of the
American people by invigorating a business culture
of heightened personal stewardship, accountability,
and professionalism. FEMA’s employees will carry
out the agency’s mission in a culture that strongly
supports and rewards integrity, innovation,
cost-efficiency, and accountability. Successful and
sustained transformation into a “New FEMA” will
require strong leadership and management to serve
as a catalyst for cultural change. This will help ensure
that FEMA will be a results-oriented organization
whose focus is on performance, strong financial
management, and continuous improvement of its
business processes, thereby enhancing the trust,
respect, and confidence of FEMA’s partners
and customers.
30 . FEMA Strategic Plan
Strong Leadership and Employee Engagement
Objective 5.1 Transform FEMA into a respected and professional
organization through strong leadership and actively engaging employees in
building and strengthening public trust.
FEMA is facing an unprecedented time of
transformation as it builds a “New FEMA” that is
innovative, proactive, and dynamic in meeting
future challenges. The transformation will entail
significant cultural change for the agency and an
integrated approach across FEMA programs to
ensure mission success. Strong leadership across all
levels of the organization will be needed to
effectively initiate and institutionalize the changes
necessary to complete the transformation. Thus,
FEMA will establish an enhanced leadership
development program to help identify, train, and
sustain a diverse and experienced group of leaders
throughout the organization.
FEMA’s leadership will clearly communicate the
agency’s vision throughout the organization, actively
engaging employee commitment to transform
FEMA into the Nation’s Preeminent Emergency Management
and Preparedness Agency. Linkages that run through
the FEMA Strategic Plan, component plans, and
individual performance plans will be highlighted
to help ensure that employees understand their
individual roles in achieving the FEMA vision.
Managers will be held accountable for instituting
good management practices in their programs and
for engaging and empowering their employees.
A. Strategy
Institute a leadership development program to identify,
prepare, and sustain the next generation of leadership.
B. Strategy
Ensure that diversity is valued within FEMA
leadership and management and that they collectively
reflect a wide-range of experience and perspectives
essential to FEMA’s mission and core competencies.
C. Strategy
Provide the time, training, and performance
feedback needed to enable managers to actively
oversee their programs and people and increase
accountability for results.
D. Strategy
Create understanding and enthusiasm for FEMA’s
vision in all employees.
E. Strategy
Develop and communicate the doctrine, policies,
and procedures that empower employees to act.
Deputy Administrator Harvey Johnson welcomes new FEMA
employees with FEMA hats at a new employee orientation. Source:
FEMA Photo Library
31 . FEMA Strategic Plan
A Business Approach
Objective 5.2 Develop a results-oriented business approach that enhances
FEMA’s mission success.
FEMA will continue to examine its current business
processes and will develop improved processes that
drive timely, cost-efficient, and quality results
agency-wide. FEMA will reform accounting
processes using integrated financial management
methods. FEMA also will develop a more efficient
acquisition process, improve contract management,
and migrate to web-based applications when
possible. The agency will establish a transparent
and understandable budget process that is clearly
linked to the agency’s vision, mission, and strategic
plan, ensuring that resources are invested wisely
across agency programs. FEMA will enhance
implementation of its Capital Planning and
Investment Program to improve management
of the agency’s capital investments.
A worker in the FEMA Distribution Center warehouse takes
inventory with a barcode scanner, which enhances tracking
of supplies. Source: FEMA Photo Library
A. Strategy
Establish standardized business processes that
produce on time and high quality results.
B. Strategy
Develop a clear, comprehensive, and executable
budget process that engages all stakeholders by
developing performance metrics that instill
top-level accountability.
C. Strategy
Ensure a clear link between FEMA’s vision, mission,
and Strategic Plan and FEMA’s programmatic and
budgetary decisions, ensuring prudent investments
of resources.
D. Strategy
Implement a Capital Planning and Investment
Program that manages project costs, performance,
and schedule of the agency’s capital investments.
E. Strategy
Consistently use standardized methods to capture
and share internal knowledge and lessons learned
to improve agency operations and implement
best practices.
32 . FEMA Strategic Plan
Customer Care
Objective 5.3 Instill a culture that is focused both internally and externally
on customer care.
FEMA will build an agency culture that is more
focused on reliable and responsive customer service,
emphasizing quality care for all customers, whether
internal or external to the agency. FEMA will
increase emphasis on customer care for special
needs populations and actively seek customer
feedback, focusing on taking the actions necessary
to address the concerns raised.
A. Strategy
Focus service provision on increased quality of care
for all customers—internal and external—that
emphasizes reliability, responsiveness, customer
value, empathy, and competency.
B. Strategy
Ensure special needs populations receive a high level
of customer care.
C. Strategy
Seek out customer feedback using a variety of
mechanisms such as questionnaires and surveys,
and take corrective actions to address any
problems identified.
FEMA Disaster Assistance Employees help translate FEMA
information to the Vietnamese community in Biloxi, Mississippi,
after Hurricane Katrina. Source: FEMA Photo Library
33 . FEMA Strategic Plan
Internal Controls
Objective 5.4 Develop, implement, and maintain proper internal
management controls and training programs to provide results-oriented
management of FEMA resources and prevent waste, fraud, and abuse.
FEMA will strengthen its commitment to B. Strategy
stewardship and accountability to reduce waste, Promote Contracting Officer and Contracting
fraud, and abuse within agency programs by Officer’s Technical Representative certification and
building internal management controls and training ethics training to ensure proper oversight and
programs that stress improved oversight and contract administration.
management. The agency will assess and report on
the status of internal controls in FEMA programs C. Strategy
and operations through reviews, audits, and Assess the adequacy of internal controls in FEMA
inventories, and take corrective action to address programs and operations, including efforts to secure
identified weaknesses. agency assets, such as facilities, information technology
hardware and software, and other equipment, by
A. Strategy conducting periodic audits and inventories.
Manage agency resources and programs, including
benefits and subsidies, by creating a climate of D. Strategy
stewardship and accountability. Take corrective actions on identified internal control
weaknesses and develop regular reports on the status
of FEMA’s internal controls.
“FEMA will demonstrate mission effectiveness and efficiency, in proper
balance, to regain the trust, faith and confidence of the American public.
Organizationally, no asset should be more prized, or more dear when lost,
than the confidence of the public we serve. We will work with our many
partners to build an Agency the Nation can once again look to with pride.”
~ R. David Paulison, Administrator, before the U.S. House of Representatives,
Committee on Appropriations, Subcommittee on Homeland Security
34 . FEMA Strategic Plan
Strategic Planning Approach
and Development
Major Influences
A number of external and internal drivers influenced
FEMA’s new direction and transformation into the
Nation’s Preeminent Emergency Management and Preparedness
Agency and helped shape the elements of this Strategic
Plan. These major drivers include the following:
•
Presidential Executive Orders, Homeland
Security Presidential Directives, National
Strategy for Homeland Security, National
Preparedness Guidelines, and related
implementation plans
•
Department of Homeland Security
Secretary’s goals and priorities
•
Vision and core competencies for the
New FEMA
•
Post-Katrina Emergency Management Reform
Act and transition of preparedness into FEMA
•
Implementation of post-Katrina lessons
learned and addressing the concerns of FEMA
partners and customers
•
DHS/FEMA 5-year Future Years Homeland
Security Program
•
FEMA Administrator’s intent to create and
convey a clear and coordinated strategic
direction for the New FEMA.
The Strategic Plan helps integrate these drivers,
frames the Administrator’s priorities for
implementing the FEMA vision, and ensures that the
significant resources flowing into FEMA, both
funding and staff, are coordinated toward common
strategic outcomes.
As part of the process of assessing the performance
and challenges for FEMA’s programs and functions
in the post-Katrina operating environment, FEMA
reviewed reports issued by the White House, the
Government Accountability Office, the DHS Office
of Inspector General, congressional committee
reports, and other reports and studies from
institutions and think tanks. These studies and
reports contributed to the development of FEMA’s
vision and associated core competencies that serve
as the foundation for FEMA’s transformation into
the New FEMA, as well as the strategic goals and
objectives stated in this Strategic Plan.
The elements of the Strategic Plan also closely align
with and support the President’s Management Agenda.
Upon coming into office, the President established a
vision for government reform that was guided by the
principles that government should be citizen-centered
and results-oriented. FEMA strategic goals and
objectives support these principles and the specific
elements of the President’s Management Agenda that
cover strategic management of human capital,
improved financial performance, expanded electronic
government, and budget and performance integration.
35 . FEMA Strategic Plan
Leadership Guidance and Staff Input
The Strategic Plan was strongly guided by FEMA’s
vision and the outcomes of the 2006 and 2007
Senior Leadership Conferences. Following the 2006
Leadership Conference and issuance of the vision
and attendant core competencies, FEMA began to
turn its attention to strategic planning. This led to
the June 2007 formation of a cross-sectional
Strategic Planning Team that included representatives
from FEMA’s major mission and support programs
as well as from each region. The team worked
collaboratively to integrate the senior level guidance
and strategic thinking into a plan for FEMA’s future.
It deliberately developed cross-cutting goals and
objectives to better reflect the agency-wide need to
coordinate and integrate missions across the
organization toward common, customer-focused
outcomes. An initial framework of the Strategic Plan
was provided to participants of the August 2007
Senior Leadership Conference, who then shared the
draft within their organizations. In late 2007, the
Administrator transmitted the draft Strategic Plan via
the FEMA intranet to all employees for review and
comment. This resulted in significant feedback that
was evaluated and incorporated to strengthen the
Strategic Plan.
36 . FEMA Strategic Plan
Plan Implementation
FEMA Component Strategic Plans
This agency-wide Strategic Plan provides the
framework for the FEMA program and regional
strategic plans, which contain more specific goals,
objectives, and strategies needed to achieve the vision.
The value of this strategic framework is two-fold.
First, it establishes a common long-term and strategic
direction. Second, as individual FEMA component
strategic plans are aligned with the agency’s Strategic
Plan, each component can begin to see how its
individual efforts contribute to, and must be
coordinated to achieve, common strategic outcomes.
In addition, this makes it possible for the agency to
see where gaps or duplication exist, thereby leading to
more cogent planning and more effective use of
resources. The cross-cutting nature of the strategic
goals is particularly helpful in this regard.
Planning and Budget Cycle
DHS provides a central focus for the formulation of
department-wide, long-range planning and strategic
goals to safeguard the homeland. Although every
activity is important to the DHS mission, the
components should direct their resources to the
programs most directly aligned to and supporting the
Integrated Planning Guidance (IPG) that the Secretary
issues each year to begin development of the Future
Years Homeland Security Program (FYHSP). The
FYHSP is the official document summarizing the DHS
programs and associated resources (i.e., investments,
human capital, information technology, and other
support and funding) needed to achieve DHS’s
strategic goals, objectives, and planning priorities.
Using the accepted practice that planning drives
budgets, DHS and FEMA follow the Planning,
Programming, Budgeting, and Execution (PPBE)
process. Planning establishes the strategic goals;
programs develop multi-year plans to achieve them;
budgets are developed to support the execution of the
multi-year plans; and execution is monitored to ensure
a link between expenditures and the expected level of
performance. This planning and budget cycle, as well
as the Secretary’s and the FEMA Administrator’s
priorities, set the stage for FEMA’s annual planning
under FYHSP. Every year, each organization in FEMA
contributes to the rolling 5-year FYHSP process by
updating its own strategic plan, milestones, and
performance metrics, and by identifying the resources
it needs to accomplish that targeted level of
performance. When evaluated and combined, the
individual plans form the agency’s annual planning
and budget request. FEMA’s process, which mirrors
DHS’s budget and planning cycle, enables FEMA to
properly allocate resources to its top priorities.
The strategic priorities for developing FEMA’s
multi-year budget are derived from the
Administrator’s intent, FEMA’s vision, and the
FEMA Strategic Plan. The overarching goal is to
institutionalize a robust and repeatable process that
produces an annual budget that is aligned with DHS
strategic goals and the Secretary’s IPG. FEMA
produces a Resource Allocation Plan (RAP) that
provides an overview of FEMA’s resources and
contains proposed levels of funding for each FEMA
appropriation for the budget year and 4 out-years.
FEMA and DHS discuss the performance that is
expected to be achieved with these resources. DHS
37 . FEMA Strategic Plan
AFRAPRIPGRAPsRADsFYHSPAPPQPRAnnual
Reviews
Program Office
and Support
Strategic Plans
Quarterly
Reviews
FEMA
Planning and
Budget Cycle
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Reviews
Program Office
and Support
Strategic Plans
Quarterly
Reviews
FEMA
Planning and
Budget Cycle
AFRAPRIPGRAPs
Annual Financial Report
RADs
Resource Allocation
FYHSP
Future Years Homeland
Annual Performance Report
Decisions
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then provides its final Resource Allocation Decision summarizing the activities that will be accomplished
(RAD) on levels of funding requested for each FEMA in each fiscal year. The activities in the spend plans
appropriation, ultimately setting the direction on support the execution of the strategies in the FEMA
how FEMA programs are funded. The above graphic Strategic Plan. Consequently, the FEMA Strategic Plan
provides an overview of the DHS and FEMA provides the bridge between budget processes,
planning and budget cycles. The agency’s Strategic programmatic strategic plans, spend plans, 5-year
Plan and the components’ strategic plans are integral planning, and FEMA’s vision.
to a thoughtful, well-designed, integrated, and
defensible budget submission. To realize FEMA’s vision of being the Nation’s Preeminent
Emergency Management and Preparedness Agency, FEMA must
An important part of linking resources to results is ensure that its resources are targeted to the highest
identifying, in the early phase of the budget priority needs for the agency as a whole in accordance
planning process, activities that directly relate to and with its strategic planning documents. A prerequisite
ultimately support FEMA’s mission, vision, goals, to accomplishing this important goal is to provide a
and objectives. FEMA program offices prepare forum in which programmatic resource discussions
spending plans that include a detailed accounting of can take place. The Investment Working Group (IWG),
the spending priorities for each program office, which includes representatives from every program
38 . FEMA Strategic Plan
and support office in FEMA as well as representatives
from the regions, was established to provide this
forum. The IWG makes recommendations about the
prioritization of FEMA resources and programmatic
initiatives, thereby helping to achieve the vision of the
New FEMA. The IWG plays a significant advisory and
oversight role in all stages of the budget process, from
resource allocation planning to budget justification
and, finally, to execution of the budget.
Measuring Results
Results matter. To further support the Strategic Plan
and to justify FEMA funding to all of its stakeholders—
including taxpayers—there must be a focus on
identifying outcomes and measuring performance.
FEMA’s ability to analyze and evaluate the results of its
plans, programs, and organizational initiatives is key to
managing its strategic and long-range organizational
goals. As FEMA moves forward, the focus will be to
implement a system that effectively links planning,
budgeting, and performance to measure program
success or failure. This will require ongoing
monitoring of measures, assessments of the programs,
and recalibration of the measures to continue to
develop stretch goals and metrics to ensure program
effectiveness. The goal is to integrate the budget with
organizational metrics for inclusion in the FYHSP so
that FEMA can justify and obtain the resources it needs
to fulfill its vision.
Articulating how FEMA defines success, and
measuring the extent to which it achieves that
success, is essential for FEMA to be a results-oriented
organization. There are many current performance
metrics in FEMA that could be aligned with the
elements of the Strategic Plan. Performance metrics
are annually refined and adjusted to reflect priorities
and budget realities, particularly during this time of
transformation within FEMA. These measures are
included in a number of sources: FEMA’s submission
to the DHS FYHSP; the President’s Management
Agenda; the Office of Management and Budget
(OMB) Program Assessment Rating Tool (PART)
evaluations of specific FEMA programs; and specific
FEMA program and regional strategic plans. In
addition, all senior executives and all managers and
supervisors must link their annual performance plan
goals and metrics to the DHS and FEMA strategic
plans, thereby ensuring their personal investment in
implementation of FEMA’s strategic objectives. With
better identified outcome metrics these plans and
reports become the feedback mechanisms for senior
leadership to redirect resources and to convey
FEMA’s overall effectiveness to its constituents.
Because of the large number of performance metrics
among the different FEMA programs and because
the evolution and refinement of these metrics is
ongoing, the Strategic Plan does not include
performance metrics. Instead, an annual addendum
will be published that identifies FEMA’s most
important performance metrics and aligns them
with the appropriate strategic goal. As part of this
process, metrics will be analyzed to identify possible
gaps, overlaps, or inconsistencies to ensure that all
FEMA components are working collaboratively and
efficiently toward common outcomes. Once a
baseline of sound and significant program-specific
performance metrics is established, more strategic
and cross-cutting metrics will be developed.
39 . FEMA Strategic Plan
40 . FEMA Strategic Plan
Road to the New FEMA
The FEMA Strategic Plan for Fiscal Years 2008–2013
outlines a clear road to building a stronger, dynamic,
and innovative New FEMA that fulfills its vision of
becoming the Nation’s Preeminent Emergency Management
and Preparedness Agency. The Plan outlines strategic goals,
objectives, and strategies, providing a solid framework
that enables everyone in FEMA to envision how their
individual contributions can help implement FEMA’s
vision and mission. FEMA has already begun to address
the challenges involved in transforming the agency, as
evidenced by more proactive federal responses to
disasters across the Nation. FEMA’s partners and
stakeholders recognize that FEMA is now stronger,
better organized, and more capable of performing its
critical mission.
FEMA will continue to work closely with its
partners, both public and private, to ensure that the
Nation is better prepared and more able to respond
with federal assistance whenever and wherever it is
needed, and to effect rapid and efficient recovery.
FEMA will continue to demonstrate that it is an
organization in touch with America and valued
across all jurisdictions as an engaged, agile,
responsive, and trusted leader and partner. The
New FEMA will reflect a strong, adaptable national
emergency management system that better leverages
existing national capabilities. It will also increase
emphasis on the responsibility for individual
preparedness and enhanced public and private
sector partnerships. This system will be more
nimble and more flexible, and will more efficiently
use national resources.
Future success for FEMA will require sustained effort
in this historically significant time of transformation
for the agency. Strong leadership and engaged
employees across the organization are essential to
effectively initiate and institutionalize the changes
needed to complete the transformation. Ultimately,
everyone in FEMA must continue to demonstrate the
combined fortitude and commitment required to
actively build a reinvigorated and stronger agency
that strengthens public trust. The end result will be
the New FEMA, an agency that clearly demonstrates
resilience and innovation in providing outstanding
service to the American public.
“FEMA’s mission demands that we be ready at all times, give of ourselves,
and provide clear and decisive leadership along with the accountability
that accompanies it.”
~ R. David Paulison, Administrator
41 . FEMA Strategic Plan
Appendix A: Goals and Objectives
Goal 1 Lead an integrated approach that strengthens the Nation’s ability to address
disasters, emergencies, and terrorist events.
Objective 1.1 Build a culture of preparedness across the Nation for all hazards.
Objective 1.2 Conduct, promote, and communicate the identification and analysis of risk and capabilities
as the basis for action.
Objective 1.3 Promote physical and economic loss reduction measures.
Objective 1.4 Engage stakeholders in developing and communicating clear national doctrine and policy,
both internally and externally.
Objective 1.5 Ensure the Nation’s jurisdictions have adequate plans and programs to effectively address
all hazards and minimize loss of life and property.
Objective 1.6 Professionalize the national emergency management system and the training that supports it.
Objective 1.7 Strengthen and validate national capabilities through education, exercises, training,
and evaluation.
Objective 1.8 Maintain a high level of FEMA readiness to respond to disasters and emergencies.
Goal 2 Deliver easily accessible and coordinated assistance for all programs.
Objective 2.1
Formulate and administer financial assistance programs that are aligned with strategic
objectives and delivered through a simple and coordinated process.
Objective 2.2
Improve the delivery of disaster assistance while minimizing opportunities for waste,
fraud, and abuse.
Objective 2.3
Effectively lay the foundation to meet the immediate needs of disaster victims and begin
community recovery.
42 . FEMA Strategic Plan
Goal 3 Provide reliable information at the right time for all users.
Objective 3.1
Collect and share information on FEMA’s policies, programs, and activities with
employees, partners and stakeholders on a consistent basis.
Objective 3.2
Build a robust disaster communications program that provides “real time” reliable
information before and during events.
Goal 4 FEMA invests in people and people invest in FEMA to ensure mission success.
Objective 4.1 Hire, train, and retain a talented and diverse workforce.
Objective 4.2 Supply the information, support, and resources that FEMA employees need to do an
outstanding job.
Objective 4.3 Track key workforce data and institutionalize workforce planning.
Goal 5 Build public trust and confidence through performance and stewardship.
Objective 5.1
Transform FEMA into a respected and professional organization through strong leadership
and actively engaging employees in building and strengthening public trust.
Objective 5.2
Develop a results-oriented business approach that enhances FEMA’s mission success.
Objective 5.3
Instill a culture that is focused both internally and externally on customer care.
Objective 5.4
Develop, implement, and maintain proper internal management controls and training
programs to provide results-oriented management of FEMA resources and prevent waste,
fraud, and abuse.
43 . FEMA Strategic Plan
Appendix B: FEMA Regional Offices
IIIVVIVIIVIIIXIXIVIIIKansas City
Denver
Denton
Oakland
Bothell
Atlanta
Chicago
Philadelphia
New York
Boston
Regions States
Region I (Boston)
Federal Emergency Management Agency Connecticut
99 High Street, 6th Floor Maine
Boston, MA 02110 Massachusetts
617-956-7506 Telephone New Hampshire
617-956-7519 Fax Rhode Island
978-461-5501 Communication Center Vermont
Region II (New York) New Jersey
Federal Emergency Management Agency New York
26 Federal Plaza, Room 1307 Puerto Rico
New York, NY 10278-0002 U.S. Virgin Islands
212-680-3609 Telephone
212-680-3681 Fax
212-680-3609 Communications Center
44 . FEMA Strategic Plan
Regions States
Region III (Philadelphia)
Federal Emergency Management Agency Delaware
One Independence Mall, 6th Floor District of Columbia
615 Chestnut Street Maryland
Philadelphia, PA 19106-4404 Pennsylvania
215-931-5608 Telephone Virginia
215-931-5621 Fax West Virginia
215-931-5757 Communications Center
Region IV (Atlanta)
Federal Emergency Management Agency Alabama
3003 Chamblee-Tucker Road Florida
Atlanta, GA 30341 Georgia
770-220-5200 Telephone Kentucky
770-220-5230 Fax Mississippi
229-225-4534 Communications Center North Carolina
South Carolina
Tennessee
Region V (Chicago)
Federal Emergency Management Agency Illinois
536 S. Clark Street Indiana
Chicago, IL 60605 Michigan
312-408-5500 Telephone Minnesota
312-408-5234 Fax Ohio
312-408-5500 Communications Center Wisconsin
Region VI (Denton)
Federal Emergency Management Agency Arkansas
Federal Regional Center Louisiana
800 N. Loop 288 New Mexico
Denton, TX 76209-3698 Oklahoma
940-898-5104 Telephone Texas
940-898-5325 Fax
940-898-5433 Communications Center
45 . FEMA Strategic Plan
Regions States
Region VII (Kansas City)
Federal Emergency Management Agency Iowa
9221 Ward Parkway, Suite 300 Kansas
Kansas City, MO 64114-3372 Missouri
816-283-7061 Telephone Nebraska
816-283-7582 Fax
816-283-7600 Communications Center
Region VIII (Denver)
Federal Emergency Management Agency Colorado
Denver Federal Center Montana
Building 710, Box 25267 North Dakota
Denver, CO 80225-0267 South Dakota
303-235-4812 Telephone Utah
303-235-4976 Fax Wyoming
303-235-4357 Communications Center
Region IX (Oakland)
Federal Emergency Management Agency American Samoa
1111 Broadway, Suite 1200 Arizona
Oakland, CA 94607-4052 California
510-627-7100 Telephone Hawaii
510-627-7112 Fax Guam
510-627-7150 Communications Center Nevada
Commonwealth of the Northern Mariana Islands
Federated States of Micronesia *
Republic of the Marshall Islands *
Region X (Bothell)
Federal Emergency Management Agency Alaska
Federal Regional Center Idaho
130 228th Street, S.W. Oregon
Bothell, WA 98021-9796 Washington
425-487-4604 Telephone
425-487-4622 Fax
425-487-4706 Communications Center
* Under the Compact of Free Association, the primary federal agency responsible for the Federated States of Micronesia and the Republic of the Marshall Islands
will transition from FEMA to the United States Agency for International Development (USAID) during FY 2008.
46 . FEMA Strategic Plan
Appendix C: FEMA Vision
and Strategic Plan Integration
FEMA Vision Core Competencies and Supporting Strategies
Strategic Goals and Objectives
Incident
ManagementOperational
PlanningDisaster
LogisticsEmergency
CommunicationsService to
Disaster VictimsContinuity
ProgramsPublic Disaster
CommunicationsIntegratedPreparednessHazard
MitigationShape the
WorkforceBusiness
Approach
Goal 1 Lead an integrated approach that strengthens the Nation s ability to address disasters, emergencies, and terrorist events
Objectives
.........
......
...
...........
.........
.........
.........
.......
Goal 2 Deliver easily accessible and coordinated assistance for all programs
Objectives
.........
.....
....
Goal 3 Provide reliable information at the right time for all users
Objectives
...........
.........
Goal 4 FEMA invests in people and people invest in FEMA to ensure mission success
Objectives
.
.
.
Goal 5 Build public trust and confidence through performance and stewardshipObjectives
..
..
..
..
1.1 Culture of Preparedness
1.2 Risk and Capability Analysis
1.3 Loss Reduction
1.4 Doctrine and Policy
1.5 Planning
1.6 Professional National Emergency
Management System
1.7 Exercises, Training, and Evaluation
1.8 FEMA Readiness
2.1 Capability Building Programs
2.2 Disaster Assistance
2.3 The Recovery Process
3.1 Consistent Information Sharing
3.2 Event-Driven Information
4.1 A Talented and Diverse Workforce
4.2 Employee Support and Resources
4.3 Workforce Planning
5.1 Strong Leadership and Employee Engagement
5.2 A Business Approach
5.3 Customer Care
5.4 Internal Controls
47 . FEMA Strategic Plan
Appendix D: Glossary
All-Hazards | Describes an incident, natural or man-made, that warrants action to protect life, property,
environment, and public health or safety, and to minimize disruptions of government, social, or economic
activities. (Source: National Response Framework Resource Center Glossary/Acronyms)
Annual Performance Plans | Identifies performance goals and indicators for the fiscal year describing how
an agency expects to achieve its goals and identifies the various resources, skills, technologies, and processes
that will be needed, including the means the agency will use to verify and validate the measured performance
values. (Source: OMB Circular A-11 2002)
Capability | The ability to accomplish a mission or function resulting from the performance of one or more
critical tasks under specified conditions. A capability may be delivered with any combination of properly
planned, organized, equipped, trained, and exercised personnel that achieves the desired outcome.
(Source: National Preparedness Guidelines, September 2007)
Continuity of Government (COG) | Activities that address the continuance of constitutional governance. COG
planning aims to preserve and/or reconstitute the institution of government and ensure that a department or
agency’s constitutional, legislative, and/or administrative responsibilities are maintained. This is accomplished
through succession of leadership, pre-delegation of emergency authority, and active command and control during
response and recovery operations. (Source: National Response Framework Resource Center Glossary/Acronyms)
Continuity of Operations (COOP) Plans | Procedures to ensure the continued performance of core
capabilities and/or critical government operations during any potential incident. (Source: National Response
Framework Resource Center Glossary/Acronyms)
Doctrine | An authoritative statement of one or more guiding principles. Doctrine encompasses the fundamental
principles that guide an organization and “shapes the effort.” Policy includes the process implemented through
plans and procedures toward realization of doctrine and “guides the effort.” Strategy is the course of action to
achieve policy goals and “accomplishes the effort.” (Source: Department of Homeland Security Lexicon)
48 . FEMA Strategic Plan
Emergency | Any incident, natural or man-made, that requires responsive action to protect life or property.
Under the Robert T. Stafford Disaster Relief and Emergency Assistance Act, an emergency means any occasion
or instance for which, in the determination of the President, federal assistance is needed to supplement state
and local efforts and capabilities to save lives and to protect property and public health and safety, or to lessen
or avert the threat of a catastrophe in any part of the United States. (Source: National Response Framework Resource Center
Glossary/Acronyms)
First Responder | Local and non-governmental police, fire, and other emergency personnel who, in the
early stages of an incident, are responsible for the protection and preservation of life, property, evidence, and
the environment. This includes emergency response providers as defined in Section 2 of the Homeland Security
Act of 2002, as well as emergency management, public health, clinical care, public works, and other skilled
support personnel (such as equipment operators) who provide immediate support services during prevention,
response, and recovery operations. First responders may include personnel from federal, state, local, tribal,
territorial, or non-governmental organizations. (Source: National Preparedness Guidelines, September 2007)
Fusion Center | Center established by state and local governments designed to coordinate the gathering, analysis,
and dissemination of law enforcement, public safety, and terrorism information. (Source: Fusion Center Guidelines:
Developing and Sharing Information and Intelligence in a New Era, Information Sharing Environment Implementation Plan, November 2006)
Future Years Homeland Security Program (FYHSP) | Official DHS document summarizing DHS programs
and associated resources (e.g., investments, construction, human capital, information technology, and other
support and operating expenses) for the budget year plus 4 years in support of strategic goals, objectives, and
planning priorities. The Secretary of Homeland Security approves the FYHSP. (Source: Department of Homeland Security
Management Directives System MD Number: 1330; Issue Date: 02/14/2005; Planning, Programming, Budgeting, and Execution)
Integrated Planning Guidance (IPG) | The final output of the planning phase, which serves as an
authoritative statement directing homeland security policy, strategy, and operational and resource planning.
The IPG provides guidance, direction, and prioritization for both long-term resource and near-term operational
planning. The IPG consists of the following elements: near- and long-term risk assessment; policy and strategy
guidance and program priorities; operational planning guidance; long-term resource planning and fiscal
guidance; and unresolved issues requiring further study. The IPG is published annually in November.
(Source: Department of Homeland Security Management Directives System MD Number: 1330; Issue Date: 02/14/2005; Planning,
Programming, Budgeting, and Execution)
Investment Working Group (IWG) | FEMA body that provides FEMA senior management with
recommendations about the prioritization of programmatic initiatives by facilitating the timely dissemination
and discussions of budgetary issues, ensuring transparency, and collaboration across all elements of the
organization. (Source: FEMA)
49 . FEMA Strategic Plan
Local Government | Any county, city, village, town, district, or other political subdivision of any state, any
Native American tribe or authorized tribal organization, or Alaska native village or organization, and includes
any rural community or unincorporated town or village or any other public entity for which an application for
assistance is made by a state or political subdivision thereof. (Source: Robert T. Stafford Disaster Relief and Emergency
Assistance Act, 42 U.S.C. 5122)
Major Disaster | Defined under the Robert T. Stafford Disaster Relief and Emergency Assistance Act
(42 U.S.C. 5122) as any natural catastrophe (including any hurricane, tornado, storm, high water, wind-driven water,
tidal wave, tsunami, earthquake, volcanic eruption, landslide, mudslide, snowstorm, or drought) or, regardless of
cause, any fire, flood, or explosion, in any part of the United States, which in the determination of the President
causes damage of sufficient severity and magnitude to warrant major disaster assistance under this act to supplement
the efforts and available resources of states, local governments, and disaster relief organizations in alleviating the
damage, loss, hardship, or suffering caused thereby. (Source: National Response Framework Resource Center Glossary/Acronyms)
Mitigation | Provides a critical foundation in the effort to reduce the loss of life and property from natural
and/or man-made disasters by avoiding or lessening the impact of a disaster and providing value to the public by
creating safer communities. Mitigation seeks to fix the cycle of disaster damage, reconstruction, and repeated
damage. These activities or actions, in most cases, will have a long-term sustained effect. (Source: National Response
Framework Resource Center Glossary/Acronyms)
National Incident Management System (NIMS) | Provides a systematic, proactive approach guiding
government levels, the private sector, and non-governmental organizations to work seamlessly to prepare for,
respond to, recover from, and mitigate against the effects of major incidents, regardless of cause, size, location,
or complexity, to reduce the loss of life or property and harm to the environment. NIMS codified emergency
management discipline in six areas, including incident command and management structures, core
preparedness activities, resource management, communications, supporting technologies, and the maintenance
for these systems over time. (Source: National Response Framework Resource Center Glossary/Acronyms)
National Planning Scenarios | Depict a diverse set of high-consequence threat scenarios of both potential
terrorist attacks and natural disasters. Collectively, the 15 scenarios are designed to focus contingency planning for
homeland security preparedness work at all levels of government and with the private sector. The scenarios form the
basis for coordinated federal planning, training, exercises, and grant investments needed to prepare for emergencies
of all types. (Source: National Preparedness Guidelines, September 2007)
50 . FEMA Strategic Plan
National Preparedness Guidelines | Guidance for federal departments and agencies; state, tribal,
territorial, and local officials, the private sector, non-governmental organizations, and the public to facilitate
determining how to most effectively and efficiently strengthen preparedness for terrorist attacks, major
disasters, and other emergencies. This document lays out 15 national planning scenarios that form the basis of
the newly coordinated national exercise schedule and priorities, and it identifies 37 core capabilities that are
needed to support incident management across the Nation. These guidelines identify core community and state
capabilities that will be supported by the DHS homeland security grant programs. (Source: National Response
Framework Resource Center Glossary/Acronyms)
National Response Framework (NRF) | Guide to how the Nation conducts all-hazards incident management.
It is built on flexible, scalable, and adaptable coordinating structures to align key roles and responsibilities across
the Nation. The NRF is intended to capture specific authorities and best practices gained from managing incidents
that range from the serious but purely local to large-scale terrorist attacks or catastrophic natural disasters.
(Source: National Response Framework Resource Center Glossary/Acronyms)
Planning, Programming, Budgeting, and Execution (PPBE) | Process to determine program priorities
and allocate resources. The PPBE cyclical process consisting of four distinct but interrelated phases: planning,
programming, budgeting, and execution. (Source: Department of Homeland Security Management Directives System MD
Number: 1330; Issue Date: 02/14/2005; Planning, Programming, Budgeting, and Execution)
Post-Katrina Emergency Management Reform Act of 2006 | October 4, 2006, the President signed into
law the Post-Katrina Management Reform Act, amending the Homeland Security Act and the Stafford Act,
establishing new leadership positions within the DHS, transferring certain preparedness functions into FEMA,
and creating and reallocating functions to other components within DHS. (Source: Post-Katrina Emergency Management
Reform Act, October 2006, part of the Fiscal Year 2007 Homeland Security Appropriations Act, P.L. 109-295)
Preparedness | Continuous cycle of planning, organizing, training, equipping, exercising, evaluating, and
improving in an effort to ensure effective coordination during incident response. (Source: National Response
Framework Resource Center Glossary/Acronyms)
Prevention | Actions to avoid an incident or to intervene to stop an incident from occurring. Prevention involves
actions taken to protect lives and property. It involves applying intelligence and other information to a range of
activities that may include such countermeasures as deterrence operations; heightened inspections; improved
surveillance and security operations; investigations to determine the full nature and source of a threat; public
health and agricultural surveillance and testing processes; immunizations, isolation, or quarantine; and, as
appropriate, specific law enforcement operations aimed at deterring, preempting, interdicting, or disrupting illegal
activity and apprehending potential perpetrators and bringing them to justice. (Source: National Response Framework
Resource Center Glossary/Acronyms)
51 . FEMA Strategic Plan
President’s Management Agenda | The President’s management reform priorities for Federal agencies.
They include the following government-wide priorities: Strategic Management of Human Capital; Expanded
Electronic Government; Competitive Sourcing; Improved Financial Performance; and Budget and Performance
Integration. (Source: Office of Management and Budget web site)
Program Assessment Rating Tool (PART) | Tool developed to assess and improve program performance so
that the federal government can achieve better results by identifying a program’s strengths and weaknesses to
inform funding and management decisions. (Source: Office of Management and Budget web site)
Protection | Per the FY 2006 Homeland Security Grant Program the definition of protect is: Actions to reduce
the vulnerability of critical infrastructure or key resources in order to deter, mitigate, or neutralize terrorist attacks,
major disasters, and other emergencies (Homeland Security Presidential Directive 7, December 2003). Protection
also includes: continuity of government and operations planning; evacuation planning, awareness elevation and
understanding of threats and vulnerabilities to related critical facilities, systems, and functions; promotion of
effective sector-specific protection practices and methodologies; and expansion of voluntary security-related
information sharing between government and private entities. (The National Strategy for the Physical Protection of Critical
Infrastructures and Key Assets, February 2003)
Recovery | The development, coordination, and execution of service and site restoration plans; the
reconstitution of government operations and services; individual, private-sector, non-governmental, and public
assistance programs to provide housing and promote restoration; long-term care and treatment of affected persons;
additional measures for social, political, environmental, and economic restoration; evaluation of the incident to
identify lessons learned; post-incident reporting; and development of initiatives to mitigate the effects of future
incidents. (Source: National Response Framework Resource Center Glossary/Acronyms)
Response | Activities that address the short-term, direct effects of an incident. Response includes immediate
actions to save lives, protect property, and meet basic human needs. Response also includes the execution of
emergency operations plans and of mitigation activities designed to limit the loss of life, personal injury, property
damage, and other unfavorable outcomes. As indicated by the situation, response activities include applying
intelligence and other information to lessen the effects or consequences of an incident; increased security
operations; continuing investigations into the nature and source of the threat; ongoing public health and agricultural
surveillance and testing processes; immunizations, isolation, or quarantine; and specific law enforcement operations
aimed at preempting, interdicting, or disrupting illegal activity, and apprehending actual perpetrators and bringing
them to justice. (Source: National Response Framework Resource Center Glossary/Acronyms Draft)
52 . FEMA Strategic Plan
Resource Allocation Decisions (RAD) | The Secretary’s formal approval of Directorates/Organizational
Elements’ Resource Allocation Plans (RAP). The RAD is issued after the Budget Review Board (BRB) deliberates
on the RAP. RADs set resource allocation targets for Directorates/Organizational Elements for the FYHSP and
become the basis for the budget. (Source: Department of Homeland Security Management Directives System MD Number: 1330;
Issue Date: 02/14/2005; Planning, Programming, Budgeting, and Execution)
Resource Allocation Plan (RAP) | Plan that reflects systematic allocation of resources required to achieve
missions, objectives, and priorities, and potential alternative methods for accomplishing them. Resource
requirements reflected in RAPs are translated into time-phased funding requirements. RAPs must account for
long-term requirements and resources, including human capital, construction and investments, operating and
maintenance, potential disposal or termination costs, and program performance goals. (Source: Department of Homeland
Security Management Directives System MD Number: 1330; Issue Date: 02/14/2005; Planning, Programming, Budgeting, and Execution)
State | Means “any state of the United States, the District of Columbia, Puerto Rico, the Virgin Islands, Guam,
American Samoa, the Commonwealth of Northern Marianas Islands, or the trust territory of the Pacific Islands.”
(Source: National Strategy for Homeland Security)
Target Capabilities List (TCL) | Defines 37 specific capabilities that communities, the private sector, and all
levels of government should collectively possess to respond effectively to disasters. (Source: National Preparedness
Guidelines, September 2007)
Terrorism | Under the Homeland Security Act of 2002, terrorism is defined as activity that involves an act
dangerous to human life or potentially destructive of critical infrastructure or key resources; is a violation of the
criminal laws of the United States or of any state or other subdivision of the United States in which it occurs;
and is intended to intimidate or coerce the civilian population, or influence or affect the conduct of a
government by mass destruction, assassination, or kidnapping. See Section 2 (15), Homeland Security Act of
2002, Public Law 107-296, 116 Stat. 2135 (2002). (Source: National Response Framework Resource Center Glossary/Acronyms)
Universal Task List (UTL) | Menu of some 1,600 unique tasks that can facilitate efforts to prevent, protect
against, respond to, and recover from the major events that are represented by the National Planning Scenarios.
The UTL presents a common vocabulary and identifies key tasks that support development of essential
capabilities among organizations at all levels. No entity will perform every task. (Source: National Preparedness
Guidelines, September 2007)
53 . FEMA Strategic Plan
54 . FEMA Strategic Plan
Federal Emergency Management Agency
500 C St. S.W.
Washington, DC 20472
www.fema.gov
Disaster recovery assistance is available without regard to race, color,
national origin, sex, age, religion, disability, or economic status.
Anyone who believes he/she has been discriminated against should
contact FEMA at 1 800 621 3362. Persons with speech or hearing
impairments should call 1 800 462 7585.